Question

What are the differences between "incremental" and "revolutionary" strategies, as well as "intended" and "actual" strategies? Do you think one is more valuable than the other? If so, why? Have you considered what the barriers to strategic planning are? What might those challenges be in your sphere? How can an organization overcome barriers to strategic planning? (please add a reference)

Answer 1

Incremental and revolutionary strategies:

Incremental change is small in scope resulting in only small improvements, but they tend to be ongoing occurrences. Small business owners can try a set of small innovations once the business is on a steady course. These innovations can win business from competitors.

Radical Innovation are the ideas that can shake up. the industry give the innovator an advantage. During times or great change whether from technological, polftical, economic or cultural change the potential for steady business declines and the attractiveness of innovations increases. At times or great change, people become more willing to try extreme new ideas, so it becomes a great time to introduce extremely innovative new ideas. Deciding which strategy to use depends on the nature of the industry, the skills of the business owner, and the degree of change that be accepted by the marketplace.

Strategies are always for a clear objective and for a sustainable practices. Incremental strategies are aimed for slow changes, where the organization wants to observe the impact or response of those strategies. Mostly such strategies will implement on phase by phase or on pilot mode for some time. Revolutionary strategies are like big band where everything will abruptly got change and really wanted a fast pace mode on implementation or execution.

Both are valuable on different concepts and situations., Suppose a company wanted to go a for a new product development or change in product line. In this occasion big bang or revolutionary strategies wont work. Understanding market, demand of product which is supposed to get released has to be evaluated, thus incremental strategies make sense on such cases. In certain situations like immediate market entry through price war there must be some revolutionary strategies are required where time factor for decision is critical.

Some barriers are

Co-ordination from all areas including stakeholders, employees

Data security and system alignment

Fluctuating market or economic demand

Increasing competition

Strategic planning barriers can be overcome through proper analysis on the real time situation, studying the network of the business from various dynamics or perspective. Follow PDCA cycle (Plan, Do, Check Act). Allocate a separate team for studying the process and evaluating the pilot strategies. Operational aspects has to be included while decding the strategies, fesibility studies and validation of check points are necessary to ensure to overcome the barriers.

Reference:

Gersick, C. J. (1991). Revolutionary change theories: A multi-level exploration of the punctuated equilibrium model. Academy of Management Journal, 16, 10-36.

Greiner, L.E. Evolution and revolution as organizations grow. Harvard Business Review, July-August 1972, 37-46.

Lau, C., & Woodman, R. W. (1995). Understanding organizational change: A schematic perspective. Academy of Management Journal, 38, 537-554.